A lot can be learned from listening to sports coaches when they talk about not getting too high over a victory or too low over a loss. Everything has to be kept in perspective. In business, mistakes happen, all kinds of disasters occur, and sometimes they result in doors closing. On the other hand, there can be a surprise win- landing a big account, vaulting ahead of the competition. But being number one can be short lived. Neither troubled times nor great times are going to be permanent. What can we learn from both conditions?
Fighter pilots file after action reports. Football players review game films to go over what went well and what did not. Business leaders can use similar practices to use the past to help build the future.
The practice followed by many successful leaders is “review, reflect and revise”. This involves more than just evaluating the end game. It means applying the process to every plan, every play, every role and player from inception through to conclusion. This simple process leads to catching mistakes before they happen and become disasters, snatching success from the possibility of failure.
Rather than being the leader that celebrates every success and bemoans every failure, are you willing to join the league of leaders that uses an ongoing approach to continually learn lessons from what has come before and use them to advise their future?
Why motivation? Experience and research demonstrate motivation is what helps people to achieve lofty visions and difficult goals. Therefore, it makes sense that businesses that want to be successful and sustainable need to help discover what motivates their people. What drives them to achieve, innovate and excel!
By the way, you can stop reading right now if you don’t care about success or sustainability.
Let’s start by understanding motivation. Businessdictionary.com has an interesting and pretty comprehensive definition of motivation.
Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal.
Motivation results from the interactions among conscious and unconscious factors such as the:
- intensity of desire or need
- incentive or reward value of the goal
- expectations of the individual and of his or her significant others.
Maslow supported the theory that lower level needs had to be satisfied before the next higher level need would motivate employees.
Frederick Herzberg (Herzberg, Mausner, & Snyderman, 1959) categorized motivation into two factors:
1964, Victor Vroom theorized on the belief that employee effort will lead to performance and performance will lead to rewards. Rewards may be either positive or negative.
Hawthorne study finding of 1973,identified some key findings in terms of the different social and psychological factors that impact employee productivity and motivation:
In 1986, Edwin A Locke and Gary P. Lantham asserted that:
In 1990, William A. Kahn’s research involved studying the psychological conditions of personal engagement and disengagement at work. In this work he defined “work engagement as a positive, fulfilling, work-related state of mind that is characterized by vigor.” Vigor shows up as:
With work engagement, it becomes imperative that leadership pays close attention to the above. or lack thereof, to ensure that work conditions support the energy and motivation required to achieve success and sustainability in business.
To understand motivation by simplifying into 2 broad categories can start businesses on the path to success and sustainability. Another 720thinking way to expand your business view.
More to come from the 21st century.
Quite honestly, if if the sum of 1 and 1 always equals 2 or B always comes after A, then business is going to boring because motivation will be shot in the butt and innovation flushed down the toilet. Let’s be real and realistic here, there is a reason even the model T Ford morphed into something different.
So, how can we change so that we are continually adding value to our business and for our customers? How do we stay fresh and fabulous to the rest of the world? What will cause our competitors to stand up and take notice, our stakeholders to want to invest, in fact beg to invest, and our name is on speed dial, text and email with our clients?
If you’re okay with being average and dependable in providing your products and services then stop reading right now. If you think that a simple, linear approach to planning and execution is no longer going to cut it, then read on
I’d like to share one method that has been proven to help make business grand from one of the masters of innovation Walt Disney – Plus it or Plussing. In the 1940’s Disney coined the term “plussing – a verb meant to give people more than they expect.”
Here are some other interesting interpretations of Disney’s “plussing”
Seth Godin wrote:
“Taking your work a little farther. Going closer to an edge, whichever edge.”
John Torre wrote:
“Normally, the word “plus” is a conjunction, but not in Walt’s vocabulary. To Walt, “plus” was a verb—an action word—signifying the delivery of more than what his customers paid for or expected to receive….
He constantly challenged his artists and Imagineers to see what was possible, and then take it a step further…and then a step beyond that. Why did he go to the trouble of making everything better when “good enough” would have sufficed? Because for Walt, nothing less than the best was acceptable when it bore his name and reputation, and he did whatever it took to give his guests more value than they expected to receive for their dollar.
Wouldn’t it be grand to have wild, wacky ideas continually cropping up to generate value added motivation and innovation to your business? What would it mean to your customers if you gave people more than they expected? How would your employees perform is they were asked in as part of their job description to start “making things better,” rather than just filling the order? When we start asking these types of questions, what kind of results will we expect?
We are looking forward to you ideas, thoughts and comments.
Success is dependent on a number of factors. Lewis Caroll displays amazing insight in the classic children’s story, Alice’s Adventures in Wonderland in so many ways. The following lines depicts a marvelous example of what affects success:
“Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to,” said the Cat.
“I don’t much care where–” said Alice.
“Then it doesn’t matter which way you go,” said the Cat.
“–so long as I get SOMEWHERE,” Alice added as an explanation.
“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.”
Sounds crazy, yet oh so familiar. How often are we asking the same questions?
“Not me,” you answer.
Wanna bet. I’ll bet it’s more often than you think.
Consider changing the approach to:
To make progress, profits, growth or success, it is absolutely necessary to create “Esprit de Corps.” Napoleon Hill, author of the classic read Think and Grow Rich defined as “a spirit of common understanding and cooperation.”
The leader, the entrepreneur, the executive’s most significant role in any situation is to help build cohesion and effectiveness in a team. Building an environment that continuously supports attitudes of harmony, commitment, discipline, and effort is more valuable than being able to do every job better than everyone else.
If the “troops” feel valued, there will be evidence of improved commitment and respect which leads to spectacular results! If the group is asked for their opinion, rather than told what to do, there is new energy and ideas constantly flowing! If relationships are nurtured, there is tremendous support and amazing results.
When the leader says “I need your help”, the team sees an opportunity to rise to the occasion and utilize their strengths , skills and knowledge to make changes and turn situations around! When the executive realizes that the assets in the company are the human potential, then all of the products, widgets, buildings can be destroyed, but the organization still stands. When the entrepreneur realizes that relationships and contacts are the life line to success, then they will have unlimited resources and energy to move that product or idea to market. The leader, the entrepreneur and the executive will discover a strong “esprit de corps” is not just a want but an absolute necessity!
Here are a few tips that can help build strong collaborative relationships:
When we think “Esprit de Corps”, we can create tremendous understanding and cooperation!